Differentiation of the Roles of Manager and Leader

1
?????? ?????? ??? ????
2
????? ????
3
??? ?????? ?? ???? ?? ????????? ?????? ???? ??
???? ??????? ? ???????? ??
4

• ?????? ???
• ???? ???? ??? ??????

5

• ?????? ???
• ?????? ?? ????? ?????? ??? ???????

6

• ?????? ???
• ??? ?? ????? ???? ??? ?????

7

• ?????? ?????
• ??? ?????? ???? ??? ????? ?? ???????

8

• ?????? ????
• ???? ????? ?? ????? ??? ????? ????

9

• ?????? ???
• ??????? ?? ????? ?????? ??? ????? ???

10

• ?????? ????
• ????? ??? ????? ??????

11

• ?????? ????
• ???? ?? ????? ?????? ?? ????? ??????

12
(No Transcript)
13
Differentiation of the Roles of Manager and Leader

• In the late 1970s and early 1980s, there was
  great debate about how to differentiate
  management from leadership.
• Many academicians, writers, and practitioners
  contributed to this discussion. Let's summarize.
• The job of classic managers was to optimize
  current operations, in good industrial Mindset
  fashion.

14

• Management responsibilities commonly included
  planning, organizing, deciding, acting, and
  reviewing.
• Managers focused on how to improve the existing
  business and spent most on their time identifying
  and solving problems that were blocking the
  organization's performance.
• When change was required, it was commonly
  developmental, geared toward improving what was
  already in place.
• The primary view through the manager's eyes was
  inside the boundaries of the organization and
  generally confined to short-term time frames.

15

• While managers look internally to the
  organization, (down and in), leaders also look
  outside of the boundaries of the organization (up
  and out).
• Leaders are primarily responsible for creating
  clear strategic direction for the future of the
  organization. Leaders assume that some change
  will be necessary to keep up with the
  marketplace, so they attend to what is happening
  outside of the system to be able to forecast how
  the organization needs to operate to succeed in
  its environment.

16
(No Transcript)
17
(No Transcript)
18

• Manages the implementation of the new
• directions through multiple change initiatives
• Accounts for people dynamics in change,
• mostly overcoming resistance
• Creates and oversees change infrastructures
• and resources to support the change
• Aligns the human resources systems to
• support business change

Change Manager
19
(No Transcript)
20
(No Transcript)
21

• The leader then communicates the new requirements
  for performance and profit to the organization,
  and the managers carry out the new plans.
• Leaders also keep a strategic eye on how well the
  organization is doing, set priorities, satisfy
  stockholder requirements, help solve strategic
  conflicts, and give parameters to the achievement
  of goals.
• Since the early 1980s, as the scope and pace of
  change began increasing, leaders have also been
  tasked with creating vision for their
  organizations.

22

• The intent of visioning is to provide clear and
  common direction, as well as motivation for
  change. While leaders always give more attention
  than managers to motivating and inspiring people,
  visioning makes the roles even more distinct.
• The amount of personal change, personal presence,
  skill, and awareness required increases
  exponentially as one proceeds from manger to
  leader to change manager to change leader (see
  Figure).

23

• The magnitude of development required for a
  manager to grow into a conscious change leader
  capable for leading transformation is astounding.
• The following list is just a sampling f paradigm
  shifts a person might have when moving from
  manager, viewing the world through the classical
  Industrial Mindset, to conscious change leader,
  perceiving reality with the Emerging Mindset.

24

• The person moves
• From being responsible for manageable, discrete
  function of the organization to being responsible
  for responding to massive uncertainties
• From solving known problems to supporting
  solutions that emerge out of an unknown mix of
  dynamic variables
• From installing change in the machine that is the
  organization to nurturing the conditions for
  change to emerge in a complex living system
• From screening and hiding information about the
  organization's performance to sharing all
  information openly, even troubling or dissonant
  information

25

• From delegating change implementation to others
  to fully embracing what is required to play a
  significant role in leading change oneself
• From managing and controlling a single, liner
  change process to facilitating multiple,
  multi-dimensional, and interdependent change
  processes, all as one complex effort
• From treating people as cost structures who work
  to serve the leaders' wishes t caring for people,
  their feeling, personal needs, and choices

26

• From expecting others to change to engaging in
  their own personal transformation
• From assuming they have fixed "the problem" for
  good to building the organization's capacity for
  ongoing change and self-renewal and
• From arduously attempting to stabilize the
  organization to supporting chaos and disruption
  as healthy stepping stones to an unknown but
  necessary future.

27

• Figure Growth Required of Change Leaders